MANAGEMENT IN EDUCATION

Scope & Guideline

Advancing Educational Excellence with Strategic Management

Introduction

Welcome to the MANAGEMENT IN EDUCATION information hub, where our guidelines provide a wealth of knowledge about the journal’s focus and academic contributions. This page includes an extensive look at the aims and scope of MANAGEMENT IN EDUCATION, highlighting trending and emerging areas of study. We also examine declining topics to offer insight into academic interest shifts. Our curated list of highly cited topics and recent publications is part of our effort to guide scholars, using these guidelines to stay ahead in their research endeavors.
LanguageEnglish
ISSN0892-0206
PublisherSAGE PUBLICATIONS LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1987 to 2024
AbbreviationMANAGE EDUC-UK / Manag. Educ.
Frequency4 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND

Aims and Scopes

The journal 'Management in Education' is dedicated to advancing knowledge in educational leadership and management, focusing on practical implications, theoretical frameworks, and innovative practices within educational settings. Its core areas reflect a commitment to exploring the complexities of leadership in various educational contexts.
  1. Educational Leadership and Management:
    The journal emphasizes the study of educational leadership, exploring various leadership styles, strategies, and their impact on educational outcomes and school culture.
  2. Policy and Governance in Education:
    It examines the influence of educational policy and governance structures on school management, providing insights into effective governance practices and challenges in different educational systems.
  3. Professional Development and Teacher Empowerment:
    The focus on professional growth and empowerment of educators highlights the importance of leadership in fostering collaborative environments and enhancing teacher efficacy.
  4. Diversity and Inclusion in Educational Leadership:
    The journal addresses issues of equity, diversity, and inclusion, particularly in leadership roles, aiming to amplify marginalized voices and perspectives in educational leadership.
  5. Innovative Educational Practices:
    It encourages the exploration of innovative practices in education, including the integration of technology and new pedagogical approaches, to enhance teaching and learning.
The journal has identified several emerging themes that reflect contemporary challenges and innovations in educational leadership. These trends indicate a shift towards addressing complex social issues and the evolving landscape of education.
  1. Impact of COVID-19 on Educational Leadership:
    Recent publications highlight the significant effects of the COVID-19 pandemic on educational leadership, exploring adaptive strategies, resilience, and innovation in response to unprecedented challenges.
  2. Decolonizing Educational Narratives:
    There is a growing focus on decolonizing educational leadership narratives, emphasizing the importance of diverse perspectives and the need to address historical inequities in education.
  3. Mental Health and Well-being of Educators:
    The mental health and well-being of educators is gaining attention, with research exploring how leadership practices can support staff well-being and foster positive school environments.
  4. Gender Dynamics in Educational Leadership:
    Emerging discussions on gender dynamics within educational leadership highlight the experiences of women leaders and the need for equitable practices in school leadership.
  5. Collaborative and Distributed Leadership Models:
    A trend towards collaborative and distributed leadership models is evident, as research increasingly focuses on shared leadership practices that empower educators and promote collective responsibility.

Declining or Waning

As the journal evolves, certain themes have shown a decline in prominence, reflecting shifting priorities in educational research and practice. The following areas appear to be waning in focus.
  1. Traditional Leadership Models:
    Conventional models of leadership that emphasize hierarchical structures and top-down approaches are becoming less relevant, as the journal increasingly favors collaborative and distributed leadership frameworks.
  2. Focus on Purely Quantitative Research:
    There is a noticeable reduction in publications centered solely on quantitative methodologies, as the journal embraces qualitative research that provides deeper insights into educational practices and leadership.
  3. Narrowly Defined Contexts:
    The journal is moving away from research that is limited to specific geographic or institutional contexts, aiming instead for broader applicability and relevance in diverse educational settings.
  4. General Discussions on Educational Management:
    Generalized discussions about educational management without specific case studies or empirical backing are declining, as the journal seeks more concrete and actionable insights.

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